Bluebird Care Redbridge

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider involved staff to establish a clear set of organisational values centred on collaboration, authenticity, respect, responsibility and excellence. Staff had been involved in shaping these values, supporting ownership and engagement. There was evidence of an open, inclusive and supportive culture where staff were encouraged to contribute ideas and participate in service improvement.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The provider provided a person-centred service with a strong culture of compassion, learning and continuous improvement. Leaders were visible, reflective and committed to achieving positive outcomes for people using the service. Relatives of people using the service told us they spoke to the office staff regularly. Staff we spoke with told us the work environment fostered by the registered manager was warm and welcoming.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

They had noted that some staff would benefit from further training in the application of formal reporting and escalation routes. For example, safeguarding pathways.

The provider promoted openness and transparency. Concerns were investigated appropriately and supported by human resources and management oversight where required. Staff had access to whistleblowing policies, safeguarding pathways, management support and were encouraged to raise concerns without fear of reprisal.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider told us about their commitment to equality, diversity and inclusion for both staff and people using the service and receiving support. Leaders recognised the importance of cultural awareness, faith, identity and individual preferences. Reasonable adjustments were made to support staff with additional learning or support needs. The provider recognised staff diversity and ensured religious observation like Ramadan coincided with staff holidays for those that followed Ramadan or their shifts were lighter.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider told us they had established governance arrangements that provided oversight of quality, risk and performance. This included regular review of incidents, accidents, complaints, safeguarding concerns, medicines management and audit activity. Quality assurance systems identified trends, monitored risks and supported continuous improvement. Leaders had some understanding of their regulatory responsibilities. Oversight was not always consistent as some policies were not followed. There were meetings that happened with the supervisory team, the care teams, sharing the lessons learned, looking at near misses a lot more to prevent further incidents from happening. These were not followed with check ins of what these incidents meant and what to do when there was need to raise a safeguarding or inform the management.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked effectively with healthcare professionals, community organisations and other stakeholders to improve outcomes for people using the service. Strong partnership working supported coordinated care, effective referrals and safe risk management.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

Leaders told us they have a strong commitment to continuous learning and quality improvement. Learning from incidents, complaints, safeguarding concerns and audits were used to strengthen practice. The provider told us they had invested in workforce development, specialist training and innovative approaches to improve people's experiences and outcomes. Staff told us they had training to do regularly. The manager told us they would want all staff to undergo CPD accreditation in care.